Effective decision making and business prosperity interrelate to each other and reflect organization’s strategic plans and management systems. The case of Paradise vividly portrays that decision-making determines overall success of the organization and its development. Leadership style of the executive enables him to be accepted by others. Decision-making mechanisms adopted by Paradise reflect on the assumption that jobs and the organizational situation are relatively constant and stable, allowing for formalization of practices such as job definitions, job evaluations, written strategic goals and standards, and other relatively permanent mechanisms of customer service. The main problems in Paradise are lack of decision-making initiatives and inability of a regional manager to manage disastors and minimize risks and possible losses. Information decision-making and institutional barriers, central selection policy and poor culture are the main threats for further development and change.
The five steps in decision-making process are statement of the problem, alternatives identification, evaluation of alternatives, decision stage and, implementation of decision. Other leadership tasks include the use of consensus for decision making in organization. The main tool of all transformations will be organizational change. Change process coupled with the need to innovate and high interdependence mean that specifications and goals are quickly eroded. Paradise should introduce the job evaluation systems as the basis for compensation job practices. In rapidly changing social and economic conditions in Kava, job definitions and goals are clear (Hartley, 2005).
As there is no professional regional staff, Paradise should invest in training and professional development of employees. The success of training will reflect effective appraisal system and compensation. Training is a natural and necessary part of organizational life, and forms the cornerstone to many basic human resources management practices. In spite of its central role in the HR drama, the reviews of decision-making practices have been mixed, at best. In particular, problems in rater accuracy and consistency, negative impacts on employee commitment and motivation, poor administrative choices for system design and operation, and faulty rating scales all work to compromise the potential value that appraisals can provide (Robbins, 2002). The common assumption about training and appraisal systems is that the system should help a supervisor manage employee performance more effectively. The ways by which this is accomplished include specifying desired customer service, monitoring customer service, coaching and customer service feedback, and linking rewards to performance. Though, this goal may not always be achieved in practice (Hartley, 2005).
The most important part of new strategy will be risk and disaster management. The company should accept the level and degree of risks and introduce special risk mitigation initiatives. Without a well-planned and managed risks, however, the new strategy that takes place can easily be incorrect, incompetent and, in the long run, demoralizing and, counterproductive. For that reason, risk management is an essential tool for effective resources management. Certainly, the view is increasingly voiced that strong guidance (or human resources development) can provide an essential basis for achieving and sustaining decision-making in the organization. To be done effectively, the disaster and, risk management should be well planned. This means applying the appropriate instructional methodologies to identified education needs. Further, the transfer of skills learned during training back onto the work should not be assumed but rather managed and encouraged. The training program should be well structured and actions taken accordingly. Decision-making and self-directed learning also need promotion (Robbins, 2002).
The proposed plan for Paradise needs effective leadership and management policies to ensure its success and positive outcomes. If too much stress exists on getting the work done, human motivation will suffer. The main strategies applied to the plan will be motivation and inspiring employees, cooperation and, support initiatives. If the emphasis is placed on employees’ satisfaction, then productivity will suffer. Further, a leader can share this expertise with other managers and employees, so that the total organization expands and articulates its images of the future in preparation for that future. The effective leadership will reduce the occurrence of these types of unpleasant situations by using strategies and leadership tools to open up the communication channels and airing these differences. Organizations, like Paradise, that actively scan their environments, anticipate emergent problems and take advantage of opportunities that may arise over time (Hartley, 2005).
Customer service requires Much attention. The customer services will manifest themselves in very cohesive groups affording greater productivity. The tighter the staff is held together, the more productive the team should be. To improve the cohesiveness of the staff there are many practices the effective leader should do. Just like team structure, team conflict, earlier on, was also believed to be of no advantage whatsoever to an organization and was to be prevented at any cost. Though, researchers now realize that team conflict is also inevitable and on some occasions can be beneficial to the greater wellbeing of the organization. It is still a good course of action to prevent misunderstanding, when it does arise the effective leader needs to understand the nature and the causes of the conflict and then choose an appropriate action to deal with it (Storey, 1989). A segment that deals with ordering or organizing the steps is not included in all models. In some models, the assumption has been made that the steps will be sequenced in a way that enables the persons using the plan to achieve the desired outcomes. In one form or another, implementation is contained in most models. Effective motivation is the core of strategy formation and effective training. The main tactics used at this stage are friendly working environment, helping employees to set goals, open door policy (Storey, 1989).
In sum, the Kava branch requires a careful analysis of the situation and evaluation of all alternatives. In many situation, interdependence calls for teams of knowledgeable people to share knowledge for more effective problem solving and decision making. There is a need to break with tradition and to start using teams more effectively. Good managers will take advantage of this powerful mode of interaction when and where appropriate. An effective decision-making process develops a kindred spirit by focusing the strengths of each member on a clear and challenging goal. Then, just as in decision-making models, various planning models are taken into account and depict the need for listing alternatives or options to be considered in achieving specified goals including risk minimization and delivering unique customer services in Kava. Internal marketing is an ongoing process that happens strictly inside a company or organization, whereby the practical process aligns, motivates and empowers employees at all management standers to bring satisfying client experience. Internal marketing is a very important implementation tool. It supports communication and helps to get over any resistance to change.
References
Hartley, R.F. (2005). Marketing Mistakes and Successes (Marketing Mistakes). Wiley; 10 edition.
Robbins, S. (2002). Organizational Behavior. Pearson Higher.
Storey, J. (1989). New perspectives on Human Management, Routledge, London.